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MI Blog

"Inside Asian Manufacturing"
By IDC Manufacturing Insights


May09
06

Knowing the demand

Posted by: Chris Holmes in MI Blog @ 7:41 PM

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Chris Holmes
So costs have been reduced – the workforce trimmed, product ranges rationalized, supplier squeezed, investments frozen – what next? Well assuming that things are going to get better, where are we going to see process improvements in the future? One area that will get a great deal of attention will be the whole process of demand management. In our latest survey of manufacturers across the region, the whole area of demand management is gaining in interest. This is borne out by the discussions I have been having with companies where there seems to have been a horrible realization that the current demand planning process is basically not upto the job! As the demand for goods ‘fell of a cliff’ at the end of last year, many companies did not actually realize that the end customers were not actually buying, and it was only when the warehouse was full did the real facts hit home, that demand had plummeted.
 
Form Manufacturing Insights survey work there is a definite move by companies in the region to move towards using real time information - from the point of sale or point of consumption and passing that information back through the supply chain. Real time information has different connotations for different industries – it all depends on the ‘clockspeed’ of that industry. For example, aircraft manufacturers or shipbuilders operate in time cycles of months and years compared to consumer electronic firms who operates in days and weeks. Companies will need to determine what 'clockspeed' they operate at, and what makes sense in terms of real-time demand information. There is then the thorny issue about how to transfer that information back from the point of sale to the manufacturer.
Improving the demand management process is a great way to start getting closer to your customers and to also improve the information flow through the entire demand and supply chain.

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May09
06

"We didn't know what we were talking about!" - Supply Chain Optimization

Posted by: Chris Holmes in MI Blog @ 7:40 PM

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Chris Holmes
A recent article in the Engineering and Technology Magazine of the Institute of Engineering and Technology was devoted to discussing the cost of failure. Of particular relevance was a discussion on Wedgewood, a British pottery firm that failed early this year. The article cites the companies manufacturing and supply chain director discussing what made them move production to China. The opening statement was 'we didn't know what we were talking about.'  The 2003 decision to move production to China was based on gut feel. All Wedgwood management knew was that the free-on-board cost of a china made plate was US$0.70 cents compared to USD $3.00 (at today’s exchange rate). However the cost did not include the costs for goods inward inspection, storage and handling, extra inventory incurred on the 43 day voyage from China to the UK , handling at ports, working capital, administrative costs, duties, quotas and the additional bureaucracy required to mange the process. Chinas yield was two-thirds the UK production plants yield of 96%. The UK was far more responsive and could put right incomplete orders or wrong quantities in hours, but because of the extended supply chain the cost estimate to put things right cost the company USD $100,000 a year. The result - the cost of production doubled within 6 months of starting production in China. On 5th January 2009 the company was placed into receivership. Since then parts of the company has been acquired and a plan put in place to move the company back to profitability.

What is important to learn from this story is the need to consider the entire supply chain, all the processes involved in making that chain work, and the possible exceptions that might arise. I have heard many other stories of companies who have purely looked at the cost of production when moving manufacturing to Asia but have not considered the total landed costs - and then there is the issue of responsiveness, as in the Wedgwood example - how fast can an order be rectified. If your supply chain stretches around the world - it is not something that can be rectified in a few hours...With these decisions requiring input the use of computer simulation models is a good way to start. The whole process of building the model requires that the supply chain be mapped and will give valuable insight into all the various steps of the process. The opportunity to then try various 'what-if' scenarios can also give valuable insight into where to place manufacturing plants....Obviously the simulation will give you an idea for decision making, when you set up the plant there will be more issues to consider as 'no plan survives contact with reality' but at least there will be some basis for the decision that were made and that you know what you are talking about.

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Apr09
14

The Marvel of Manufacturing Management - the Launch of the Nano

Posted by: Chris Holmes in MI Blog @ 9:44 AM

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Chris Holmes

The Tata Nano has now been launched in India. Despite much comment about whether it can be made for US$2,000 or US$2,500, and the issues surrounding the location of the manufacturing plant, the ability of a company to develop a car, which can be manufactured and sold for an amount cheaper than many consumer elctronic goods is an amazing achievement. As for now orders are being taken but the first nanos won't be on the road until July, and It will be in July and onwards where we will see if the dream of the nano matches with reality, and it will only be some months after that where we will see if it translates into profit for Tata.

Let us consider the manufacturing first. The car has a body, it has an interior, it has wheels, it has tyres, it has instruments... All of these have to come from raw materials(which have increased in price since the original design concept was created), which are then processed by companies in the supply chain and then assembled into the final product. It will be a real feat of supply chain management for Tata and its suppliers to manage the supply chain effectively, and the supply chain will need to be as lean as they come, to maintain any level of margin for a car that sells for US$2,000. There is no room for error in the supply chain - any build up of inventory is going to have a serious impact on the owner of that inventory.

As for the engineering, the innovative/cost reduction features include a boot / trunk that is only accessable from the inside, a single windscreen wiper, and the use of glue instead of welding. We will only really know the 'quality' of the product when it starts to be used in any sort of volume, any quality issues caused by the design or by the manufacutring process are going to be very big news indeed, as the Nano has caused such a storm amongst the manufacuturing industry and indsutry watchers will be quick to point out the faults. It will also be interesting to watch the spare part management to see whether the plans the Tata has made for provisioning the various service agents around the country will work.

I am very much looking forward to the arrival of the first nanos on the roads to see if this marvel of manufacturing management really is reality!

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Apr09
03

Ready for Growth - China's Mfg Expands in March

Posted by: Chris Holmes in MI Blog @ 5:56 PM

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Chris Holmes

The latest news from China is that manufacturing expanded in March with the official Purchasing Managers Index rising to 52.4 in March from 49 in February. Anything above 50 shows an increase. "The PMI not only shows the government economic stimulus package has begun to take obvious effect, but also indicates a stabilising and warming economy," National Statistics Bureau director Ma Jiantang said.

When will the manufacturing sector change in the heavily export driven economies of Taiwan, Korea and Singapore - we will have to wait and see, but finally the news is not all doom and gloom.

With more and more green shoots of recovery starting to appear in the news, does this mean that we are now at the bottom of the recession and can now think about climbing out of it? Companies that have taken the time to analyse processes, invest in efficiency improvments and have kept fuding R&D will be in a far stronger position to take advantage of the upturn. 

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